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In-house training part of the corporate curriculum

Alex Isings poses at the 3M company, for corporate training, in Calgary, on September 13, 2013.

Photograph by: Christina Ryan
, Postmedia News

Alex Isings never stops learning in his job at 3M Canada. Now leader of the mining and oil and gas solutions division in Calgary, he’s worked his way through a number of roles, from technical support to marketing and sales.

Even as a long-standing full-time employee he says, “school never stops.”

Isings was hired when he graduated as a chemical engineer 15 years ago. From the start, he took part in various corporate training programs in the United States and Canada, from on-site classroom sessions to interactive online modules.

He says the diversity of corporate training is one of the reasons he has stayed with the company. “It gives you a sense that you are developing and improving your skills all the time. The money [the company] puts into training and developing people is more than worth it.”

When he’s not learning himself, Isings likes to get involved in providing training where he can. “I’ve been on both sides of the mentorship program,” he says. “Five years ago I was getting mentored by senior people. Now I can share those experiences with others.”

Janette Batten, director, human resources, 3M Canada in London, says that while qualifications count during the hiring process, “We also look for people who aspire to learn and can grow into our culture.”

In-house training is an integral part of that growth, whether the candidate is in finance, engineering or supply chain. 3M hosts its own Career Week event each year. The last one drew over 1,300 “3M-ers” who came to get a glimpse of what the company does and the different career paths available, as well as learn about job requirements and soft skills development opportunities.

While 3M has always done corporate training, “with the war for hiring and retaining talent, we’re highlighting that more than ever before,” Batten says. “Employees are craving training and development, whether it’s an operator running machinery or an aspiring manager who wants to be a CEO some day.”

So how does an employer understand how trainable a person can be? Batten says the key things they look for in interviews is the ability to collaborate and innovate, along with a natural curiosity.

In-house training has also been a mainstay at EY (formerly Ernst & Young), says Diana Brouwer, Canadian learning leader in Toronto. “We spend millions a year training our people.”

She estimates that 70 per cent of learning is on-the-job experience, 20 per cent coaching and mentoring and the final 10 per cent structured learning in the form of classes and online modules.

“Because we have multiple service lines, we have a very structured learning curriculum,” Brouwer says. “It’s vital that our people keep up with standards and with what’s new and relevant.”

By way of example, the insurance practice requires new hires from universities to take part in auditing and accounting technical training. The tax practice and IT divisions also have structured in-house education requirements.

Much of the program is developed globally with local customization added where needed, Brouwer explains. “We also offer incentives for outside learning if we can’t offer it internally.”

She adds corporate training today needs to look across a broad spectrum of skills and geographies. “As companies become more global, that’s increasingly important.”

While underlying technical skills haven’t changed much, there’s a much bigger focus on strategic thinking and soft skills development, Brouwer notes. “[Topics such as] how to move projects forward or how to develop relationships with clients have taken off. People are always hungry to be challenged and learn more.”

It’s not just EY employees, she adds. “When we’re out recruiting on campus, we’re often asked what internal programs we have. Graduates want to make sure organizations will support them in maintaining and developing their skills.”

There is no question things have changed, Batten says. “Before it was about the credentials. Now we understand that while they are still important, so is a person’s ability to grow and keep up with progress. Some positions we have today didn’t exist five or 10 years ago. So when we interview it’s not just for that position. We want to be able to map out their careers with us.”

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